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Making Training Stick: Your Organization Needs a Process Sherpa

February 18, 2015 By Nagesh Belludi Leave a Comment

Organizational Process Sherpa

Corporate training in procedures usually doesn’t stick when the techniques learned are not immediately necessary on the job. If more than a few days pass between training and application, it seems employees cannot recall what they’ve learned.

In order for training to be effective and for employees to retain their newfound knowledge, there needs to be an element of on-the-job reinforcement. A guide can observe, correct, or commend on-the-job application of the training. This follow-up approach will solidify new information and give employees the benefits of experience.

If a certain procedure is required infrequently (say, just a few times each year,) employees may never remember it, not to mention master it. This issue may arise frequently as many organizational processes are only used sporadically.

Until a skill is completely ingrained and natural, employees won’t use it effectively.

To ensure employee familiarity with all relevant processes, even those used infrequently, every organization should consider appointing a Process Sherpa, a process guide.

The Process Sherpa would be analogous to the Sherpas, high-altitude mountaineering guides who help explorers carry loads and negotiate dangerous, ice-covered in the Himalayas and elsewhere. [See yesterday’s article for more on the Sherpas and pioneering explorers Tenzing Norgay and Edmund Hillary.]

The Process Sherpa would understand the wide variety of a company’s processes—filing expense reports, hiring contractors, searching a database of technical reports, preparing quarterly budgets, developing the annual operating plan, preparing for financial audits, and the rest. When the demands of these tasks fall beyond an employee’s understanding, the Process Sherpa could step in and help.

The Process Sherpa position could be adjustable and elastic. It could be a full-time, dedicated role, or the Sherpa responsibilities could be divvied up amongst many employees—after considering the needs of the organization and the expertise of the Sherpas in individual processes.

A Sherpa would not only assist employees, but could also improve the business processes themselves. Having personally witnessed the employees’ challenges, the Sherpa could modify processes to make them simpler and more effective.

Wondering what to read next?

  1. A Majority of Formal Training Doesn’t Stick
  2. On the Sherpas, Tenzing Norgay, and Edmund Hillary
  3. Eight Ways to Keep Your Star Employees Around
  4. Ideas to Use When Delegating
  5. Learning from the World’s Best Learning Organization // Book Summary of ‘The Toyota Way’

Filed Under: The Successful Manager Tagged With: Change Management, Development, Employee Development, Learning, Management, Mentoring, Training

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About: Nagesh Belludi [contact] is an Ann Arbor, Michigan-based investor, effectiveness coach, and freethinker. He frequently voyages in discovery of the places, the people, and the spirits of the greatest countries of the world.

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